Applied Social Psychology: A Critical Theoretical Perspective Matthew McDonald 1 * and David Bubna-Litic 2 1 Assumption University 2 University of Technology Abstract The purpose of this analysis is to review, through a critical theoretical lens, social psychology applied to work and organisations. In our reading of the applied social psychological literature four key issues emerged. These include the valorisation of a positivist epistemology, an owner / manage- ment perspective on workplace issues, a focus on intra-psychic variables or internal mental states when accounting for organisational problems, and the ignoring of moral and ethical commitments in determining workplace research and practice. Each of these issues is then further analysed in light of insights from the field of Critical Management Studies. This alternative approach to organisational behaviour points to the ways in which applied social psychological theory and practice have the potential to disadvantage workers. Introduction Social psychology has enjoyed a long tradition of informing theory, research, and practice in the area of work and organisational studies. This comes as no surprise given the funda- mentally social nature of organisations, which rely to a great extent on interdependent relations and work conducted in groups (or teams). Despite the frequent application of social psychological knowledge to the workplace only a modest number of studies have so far analysed this body of work through a critical theoretical lens (e.g. Hollway, 1991, 1998; Islam & Zyphur, 2006, 2009; Lawthom, 1999; Prilleltensky, Nelson, & Geoffrey, 2002, pp. 133–143; Symon & Cassell, 2006; Walsh & Bahnisch, 2002). We intend to build upon this work by invoking the field of Critical Management Studies (CMS). CMS is informed by a range of theoretical perspectives including critical theory, Marxism, post- structualism, social constructionism, postcolonialism, and feminism, which collectively challenge several key assumptions which underpin the authority and relevance of main- stream thinking and practice related to management, business, and organisational studies. CMS proceeds from the assumption that: dominant theories and practices of management and organization systematically favor some (elite) groups and / or interests at the expense of those who are disadvantaged by them; and that this systemic inequality or interest-partiality is ultimately damaging for the emancipatory pros- pects of all groups. (Alvesson, Bridgman, & Willmott, 2011, p. 7) Informed by a range of contemporary debates CMS remains suspicious of taken-for- granted thinking in organisation behavioural theorising which they identify as inescapably located within social and political contexts. In particular, CMS seeks to ‘denaturalise’ concepts and theories, reflexively surfacing hidden assumptions regarding value systems which affect the meaning and interpretation of research. For example, they seek to trace Social and Personality Psychology Compass 6/12 (2012): 853–864, 10.1111/spc3.12004 ª 2012 Blackwell Publishing Ltd